UNLOCKING THE VALUE OF THE TOP SUPPLIERS

Save this PDF as:
 WORD  PNG  TXT  JPG

Size: px
Start display at page:

Download "UNLOCKING THE VALUE OF THE TOP SUPPLIERS"

Transcription

1 UNLOCKING THE VALUE OF THE TOP SUPPLIERS THE POWER OF OPTIMIZING YOUR TALENT SUPPLY CHAIN TOM TISDALE

2 TABLE OF CONTENTS 3 Introduction 4 Analytics considers the continuous flow of talent through a business 5 Insights delivered through the talent supply chain analytics portal 6 Supplier rationalization and optimization the why 7 Using Pareto Analysis the how 8 Client s supplier scorecard summary actionable insights 9 Comparing suppliers by KPI interrelationships the action plan 11 Supplier scorecard across programs 12 Conclusion 2

3 Few companies can succeed without having the right people in the right place at the right time. The use of contingent labor is expected to continue to grow as organizations look to capitalize on the use of all talent types to increase their competitive position within the market. In a recent survey from Harvard Business Review Analytic Services, it was found that some 70 percent of respondents agree that using external workers allows their organization to meet market demands and maintain efficiency that would otherwise be difficult. And more than half see the value of the external workforce increasing in the next several years. The good news is that we are immersed in an era of big data. Organizations have access to more information about their external workers and talent suppliers. Through more in-depth analysis of this information, organizations can develop actionable insights, while aligning only the topperforming suppliers against their organizational need. However, many companies develop these insights within a narrow band. They use analytical tools to examine inward-facing factors looking at metrics, such as how quickly they can fill roles or at simple bill rates or mark-ups, independently. Leading companies are instead tapping into higher-value analytics activities that evaluate the composition of their supply chain and ultimately ensuring that they have the most competitive suppliers for their industry. 69 % say using external workers allows our organization to meet market demands and maintain efficiency that otherwise would be difficult. 66 % say using external workers is beneficial to our organization and the external workers. 53 % say using external workers allows us to bring in expertise that our full-time staff lacks. Source: Holistic Talent Supply Chain Management, a Harvard Business Review Analytic Services Report 3

4 ANALYTICS CONSIDERS THE CONTINUOUS FLOW OF TALENT THROUGH A BUSINESS When focused on optimizing the supply chain for contingent labor, an organization should look outside its own doors and rigorously evaluate its activities across the entire talent supply chain and against global best practices. Today, successful companies are realizing that effective planning involves making the most out of big data which previously seemed unworkable and making decisions based on that. Big data, along with the latest data analysis techniques, is key to gaining new insights. Widening the lens to focus on the whys and the hows, along with performance metrics and benchmarking of talent suppliers, is pertinent to establishing sought-after predictive insights and, ultimately, the most effective supply chain. The KellyOCG approach to analytics enables a smarter, more data-driven methodology to create and manage your talent supply chain, and delivers actionable insights to improve talent management practices. Successful companies are realizing that effective planning involves making the most out of big data. 4

5 INSIGHTS DELIVERED THROUGH THE TALENT SUPPLY CHAIN ANALYTICS PORTAL There is a distinct difference between the reports provided by a managed service provider (MSP) through a vendor management system (VMS), and the reports provided through the talent supply chain analytics portal. Within a VMS, you have defined views with a focus on spend visibility, as well as the who, what, where, and when. Typically, MSP-driven reports are aggregated by segment (i.e., business unit or manager) and focus on a single key performance indicator (KPI). Essentially, you are viewing the outcome of Who spent what where? KellyOCG does not limit its focus to the who, what, where, and when. Instead, the emphasis is placed on how and why. The starting point is a premise rather than a predetermined view. Data is used whether statistical, visual, predictive, or benchmarking to understand and analyze any interrelationships. Validation is first. Then the hypotheses are tested. KellyOCG looks for insights to drive optimization on behalf of our clients. VMS/MSP reporting helps you achieve efficiency: that you re doing things right. Talent supply chain analytics ensures effectiveness: that you are doing the right things. As your program model matures and process improvement continues, these analytics will validate and assist in determining the next steps of program evolution. Talent Supply Chain analytics ensures effectiveness: that you are doing the right thing. 5

6 SUPPLIER RATIONALIZATION AND OPTIMIZATION THE WHY KellyOCG has a refined and proven process to ensure that its recommendations encompass all available areas of evaluation to make the best optimization decisions. First, an evaluation of how much of an organization s spend is attributed to the top suppliers is performed. The next step is to then look at the supply chain to establish how well they are performing based on established KPIs, with a focus on efficiency and effectiveness. To assess whether their performance is consistent across multiple programs, and to see if any anomalies must be considered, a comparison in how they have delivered for multiple organizations must be performed. Collectively, this comprehensive view will drive recommendations for supplier optimization, which traditionally drives 5% - 10% in measurable cost savings. Savings are more considerable and the need greater as services procurement and statement of work spend are managed within the program. This comprehensive view will drive recommendations for supplier optimization. FIGURE 1 6

7 USING PARETO ANALYSIS THE HOW The objective is to understand how to design the supply chain, and to rationalize and optimize the suppliers within the program. To start, a common statistical and procurement technique, the Pareto Analysis, is used. In this case, the Pareto Analysis focuses on understanding who the top suppliers in the supply chain are, enabling the understanding of their impact (i.e., the percentage of spend or headcount they contribute). The process begins by visualizing, confirming, and validating the current state. Next, the suppliers that may be rationalized are selected for further evaluation. For clarity, the following provides an illustrative client example. In the figure below, it is shown that 50% of the spend within this client s program equates to 17 suppliers. (Note that the orange bars indicate diversity suppliers.) When looking at the number of suppliers making up 80% of the spend, it is 136 suppliers. This means the additional 30% of spend (between 50% - 80%) is made up by 119 more suppliers a substantial tail to begin to optimize. Through previous client engagements, it was also found that cycle time was reduced by rationalizing the tail. FIGURE 2 7

8 CLIENT S SUPPLIER SCORECARD SUMMARY ACTIONABLE INSIGHTS It is now apparent that, within this example, a large number of suppliers are contributing only small amounts of the total spend creating a tail which is the focus on optimization. To begin the process of optimizing the talent supply chain, supplier scorecards must be evaluated. The interest is not just in a score (i.e., which supplier hired the most). What needs to be understood are the impacts and subsequent insights for the suppliers across many KPIs, subsequently benchmarking the suppliers to see how they compare to one another. For suppliers within managed programs, the following KPIs are critically important: Response rate Shortlist rate Interview rate Hires (hit rates) False starts Compliance to rate card Contractor evaluation scores Assignment completions (measures quality) Each KPI has an assigned goal. For instance, suppliers should respond to an accepted order 60% of the time. A score is also provided: points correlating to that goal. In the scenario illustrated below, you see that the shortlist KPI and the hires KPI, equally scored at 20 points, are the most important KPIs. Applying this methodology, the optimal suppliers will be illustrated. It showcases where they are performing and not performing, furthering the progress along the talent supply chain optimization journey. Additionally, suppliers are benchmarked against each other and ranked by KPI or the composite score. FIGURE 3 8

9 COMPARING SUPPLIERS BY KPI INTERRELATIONSHIPS THE ACTION PLAN It is now understood how each supplier scores against a KPI, and the suppliers can be sorted and ranked based upon individual KPIs or the total composite score. So: If someone responds all the time, does that make them a great supplier? Or are they spamming us with resumes, making us inefficient? The true answer in supplier optimization is in the interrelationships between KPIs. KellyOCG goes beyond summary scoring and reporting by using a proven analytical approach. The figure below compares selected scatter metrics hit rate and response rate for an organization. That is: Are our suppliers making hires and responding to us? Or: Is a supplier who responds all the time just sending in sub-optimal candidates and making for busy work without return? The goal is to identify the supplier generating work within the program, but providing minimal or low-quality candidates. Suppliers that treat the program as a low priority and are who not responding will also become apparent. This talent supply chain analytics visualization is a true indication of the supplier partnerships. FIGURE 4 9

10 COMPARING SUPPLIERS BY KPI INTERRELATIONSHIPS THE ACTION PLAN Figure 4 illustrates that suppliers average a 14% hire rate (above the target of 10%) and a 41% response rate (below the target of 60%). The under-performing suppliers are also shown here, in the lower left quadrant. With the size of the scattered circles indicating the number of orders, it is evident that there are several non-responsive suppliers who are receiving orders but not making hires. Likewise, many suppliers are responding but are not filling orders, resulting in a waste of resources. This talent supply chain analytics visualization is a true indication of the supplier partnerships, in this case, that should likely be optimized. Some effective suppliers are illustrated in the bottom-right corner of the graph. They are highly responsive and dedicated, but not making the median amount of hires. Why? Are they getting the right jobs in the right location? Are they responding too late? These suppliers can be selected for a more in-depth look to understand if they are hard workers that need better alignment, or if they are simply keeping generating work within the program but are incapable of providing necessary results. On the other hand, the suppliers in the top-right quadrant express real dedication with abovethe-line response rates and hires. These are the tier one suppliers. At this point, a filter by labor type and location will enable the evaluation of understanding how best to design the supply chain around these best performers. 10

11 SUPPLIER SCORECARD ACROSS PROGRAMS After looking at the suppliers within the program and truly identifying the poor performers that are driving up program costs, before making any decisions, they should be benchmarked in comparison to the overall supplier ecosystem outside of the program. Is that poorperforming supplier in your program truly a bad supplier? Alternatively: Could it be an intrinsic program issue? Before action is taken with the supplier, it is important to review their performance in other programs and perform a cross-program comparison. Might their local branch be experiencing uncommon recruiter turnover? After all, the average tenure of a staffing company recruiter is six months. Or: Is there a new recruiter who has not been properly trained on your VMS? The KellyOCG talent supply chain analytics portal is a valuable tool that allows for the analysis and benchmarking of a program s supply base to a much broader supplier ecosystem. FIGURE 5 11

12 CONCLUSION Immediate action drives results! When you are evaluating the tough questions about your talent supply chain, KellyOCG can help answer them. Today, high-performing organizations have access to more data than ever before. As a strategic partner, KellyOCG s role is to ensure you examine all available data in every conceivable light, ultimately tapping into global best practices through in-depth analyses that were not readily available before. It s not just about filling positions. This fact-based approach takes your big data and benchmarks it against other high performers in your industry, relentlessly scrutinizing the raw statistics in every way possible to yield measurable results. Through answering the whys and the hows, KellyOCG s talent supply chain analytics results in actionable insights, enabling you to make the big decisions in optimizing your talent supply chain. KellyOCG consults with organizations, both with internally and externally managed programs, in defining best-practice supplier analysis and optimization strategies. Scorecarding tailored to each business, as well as analytics portals used to continually measure performance and savings, is also a strategic focus. 12

13 ABOUT THE AUTHOR TOM TISDALE is Vice President, Talent Supply Chain Analytics, KellyOCG Centers of Excellence. In this role, Tom leads a team in analyzing and aggregating internal and external data to assist clients in managing their talent supply chain. Prior to Kelly, Tom was part of the founding team and the SVP of Strategic Initiatives with one of the market leading VMS and ATS providers. Tom has worked for a variety data warehouse firms in executive level positions and has been ranked as one of the most influential top 100 individuals (SIA) in staffing. He has sat on numerous advisory boards including SIA and Staffing.Org (both in initiatives to establish industry standards for KPIs). Tom has a BS from VA Tech in Industrial Engineering and Operations Research. ABOUT KELLYOCG KellyOCG, the Outsourcing and Consulting Group of workforce solutions provider, Kelly Services, is a global leader in integrated workforce solution delivery for clients worldwide, utilizing proven talent supply chain strategies. In addition to integrated solutions, KellyOCG specializes in Recruitment Process Outsourcing (RPO), Business Process Outsourcing (BPO), Contingent Workforce Outsourcing (CWO), Talent Management Consulting, Career Transition and Executive Coaching & Development, and Executive Search. KellyOCG was named to the International Association of Outsourcing Professionals 2015 Global Outsourcing 100 list, an annual ranking of the world s best outsourcing service providers and advisors. Further information about KellyOCG may be found at kellyocg.com Kelly Services, Inc.

DOES YOUR TALENT SUPPLY CHAIN MEASURE UP?

DOES YOUR TALENT SUPPLY CHAIN MEASURE UP? DOES YOUR TALENT SUPPLY CHAIN MEASURE UP? APPLYING ADVANCED DATA ANALYSIS TO YOUR HUMAN RESOURCE NEEDS TOM TISDALE IT skills: 8.3 Reliability: 6.4 Affordability: 3.0 Engineering skills: 7.3 Reliability:

More information

PART 1: THE WHAT, WHO, AND WHY OF MSP BY JENNIFER SPICHER

PART 1: THE WHAT, WHO, AND WHY OF MSP BY JENNIFER SPICHER THE FUNDAMENTAL S OF MANAGED SERVICE PROVIDER (MSP) PROGR AMS PART 1 OF 3 PART 1: THE WHAT, WHO, AND WHY OF MSP BY JENNIFER SPICHER CONTENTS p3 Introduction p4 Why an MSP is Important p6 What Is an MSP?

More information

strategic workforce planning: building blocks to success

strategic workforce planning: building blocks to success strategic workforce planning: building blocks to success Foreword by Tom Kaminsky The ability to attract and retain people with valuable skills that meet business objectives is vital for companies seeking

More information

Part 2: sourcing models

Part 2: sourcing models The Fundamentals of Managed Service Provider (MSP) Programs Part 2 of 3 Part 2: sourcing models By Jennifer Spicher contents This is the second of a three-part series designed to outline key components

More information

Part 3: Business Case and Readiness

Part 3: Business Case and Readiness The Fundamentals of Managed Service Provider (MSP) Programs Part 3 of 3 Part 3: Business Case and Readiness By Jennifer Spicher contents This is the final of a three-part series designed to outline key

More information

Show your value, grow your business:

Show your value, grow your business: Show your value, grow your business: A SUPPLIER GUIDE TO MOVE FROM A TRANSACTIONAL PROVIDER TO A STRATEGIC PARTNER KAREN A. CALINSKI INTRODUCTION /02 At KellyOCG we take a holistic approach to talent sourcing

More information

WHAT CAN BE MEASURED, CAN BE IMPROVED

WHAT CAN BE MEASURED, CAN BE IMPROVED WHAT CAN BE MEASURED, CAN BE IMPROVED TAKING A CLOSER LOOK AT YOUR CANDIDATE RECRUITING EXPERIENCE MARIA ROSPLOCH AND THOMAS F. KAMINSKY /02 the nearest exit In an ever-increasing struggle to secure top

More information

The what, why, when and how of Strategic Workforce Planning

The what, why, when and how of Strategic Workforce Planning Future-proof your workforce The what, why, when and how of Strategic Workforce Planning Susan DeFazio Table of contents 3 Introduction 5 What does good SWP look like? 7 Why SWP matters to risk & operational

More information

MSP NEAT EVALUATION FOR KELLYOCG: NEAT Evaluation: MSP (Talent Management Focus) Market Segment: Talent Management Focus

MSP NEAT EVALUATION FOR KELLYOCG: NEAT Evaluation: MSP (Talent Management Focus) Market Segment: Talent Management Focus NEAT EVALUATION FOR KELLYOCG: MSP Market Segment: Talent Management Focus This document presents KellyOCG with the NelsonHall NEAT vendor evaluation for MSP (Wider Talent Management focus market segment).

More information

Take Your Program to the Next Level: Build a Plan for Continuous Improvement. Webinar Q&A Updated: May 17, 2012

Take Your Program to the Next Level: Build a Plan for Continuous Improvement. Webinar Q&A Updated: May 17, 2012 Take Your Program to the Next Level: Build a Plan for Continuous Improvement Webinar Q&A Updated: May 17, 2012 Q: Our company has a highly successful MSP/VMS program in terms of performance, visibility

More information

HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT

HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT A HARVARD BUSINESS REVIEW ANALYTIC SERVICES REPORT HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT Copyright 2015 Harvard Business School Publishing. sponsored by HOLISTIC TALENT SUPPLY CHAIN MANAGEMENT AS MARKETS,

More information

5 myths of supplying talent through a third-party provider model. A guide for third-party talent managers and suppliers

5 myths of supplying talent through a third-party provider model. A guide for third-party talent managers and suppliers 5 myths of supplying talent through a third-party provider model A guide for third-party talent managers and suppliers Thorsten Koletschka /02 Suppliers that play a proactive part to deliver genuine talent

More information

better people in a better way sales@pontoonsolutions.com

better people in a better way sales@pontoonsolutions.com Value of a Managed Service Provider (MSP) July 2015 better people in a better way +1 855.881.1533 sales@ better people in a better way Value of a Managed Service Provider Borrowing a quote from Benjamin

More information

CONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11. Three Hot Trends in Recruiting and Retaining Sales Talent

CONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11. Three Hot Trends in Recruiting and Retaining Sales Talent CONSULTING RESEARCH TRAINING VOLUME 2 - ISSUE 11 Three Hot Trends in Recruiting and Retaining Sales Talent The Miller Heiman Sales Performance Journal, Volume 2, Issue 11 Copyright 2007 by Miller Heiman,

More information

the growing demand for niche skills: HIGH TECH BY STEVEN SCOTT Vice President of Global Solutions

the growing demand for niche skills: HIGH TECH BY STEVEN SCOTT Vice President of Global Solutions the growing demand for niche skills: HIGH TECH BY STEVEN SCOTT Vice President of Global Solutions 2 THE HIGH TECH INDUSTRY has remained remarkably resilient in riding the economic roller coaster of recent

More information

Making virtual contact Six lessons for building a scalable customer contact model. Kim SOKOL

Making virtual contact Six lessons for building a scalable customer contact model. Kim SOKOL Making virtual contact Six lessons for building a scalable customer contact model Kim SOKOL /02 As service once again becomes a key differentiator for brands, the c-suite and operational staff are finally

More information

Global Trends in RPO & Talent Recruitment 2014. pam berklich

Global Trends in RPO & Talent Recruitment 2014. pam berklich Global Trends in RPO & Talent Recruitment 2014 pam berklich The Recruiting Challenge Map Far from simply filling existing gaps as quickly and economically as possible, recruiting has become a high-stakes

More information

Managed Service Providers for Mid-Sized Companies:

Managed Service Providers for Mid-Sized Companies: Managed Service Providers for Mid-Sized Companies: How companies spending less than $100 million a year on contingent labor can achieve greater efficiency, compliance and cost savings. 2013 Monument Consulting.

More information

MSP & RPO Masterclass Ciett World Employment Conference Rome, 28 th May 2015

MSP & RPO Masterclass Ciett World Employment Conference Rome, 28 th May 2015 MSP & RPO Masterclass Ciett World Employment Conference Rome, 28 th May 2015 John Nurthen Executive Director Global Research jnurthen@staffingindustry.com Francesca Vassallo-Todaro Operations Development

More information

Speakers: Barry Asin, President, Staffing Industry Analysts Ron Mester, President & CEO, ERE Media THURSDAY 11:45 AM PACIFICA 11, 12

Speakers: Barry Asin, President, Staffing Industry Analysts Ron Mester, President & CEO, ERE Media THURSDAY 11:45 AM PACIFICA 11, 12 THURSDAY 11:45 AM PACIFICA 11, 12 Concurrent Session: Threats and Opportunities in a Brave New World: Future State Towards the Staffing Singularity The Evolution of Total Talent Management Speakers: Barry

More information

Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy

Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy Recruitment Processing Outsourcing (RPO) 2013: Transforming Your Talent Acquisition Strategy Recruitment Process Outsourcing (RPO) has undergone a seismic shift over the past few years. Long viewed as

More information

Workforce Analytics Enable Smarter Decisions

Workforce Analytics Enable Smarter Decisions Ventana Research: Workforce Analytics Enable Smarter Decisions Workforce Analytics Enable Smarter Decisions Finding the Right Tool for Human Capital Management White Paper Sponsored by 1 Ventana Research

More information

Recruitment Process: Why Outsource?

Recruitment Process: Why Outsource? Recruitment Process: Why Outsource? Open House November 2010 Think differently about work. John Loukas Manpower Business Solutions Director 2 RPO - Agenda RPO Overview - Definition RPO as a Talent Acquisition

More information

Top Tier Staffing, LLC. General Information

Top Tier Staffing, LLC. General Information 36 General Information What s In It For You Introduction Staffing Services Managed Services Consulting Services RPO FAQs Contact Info Top Tier Staffing, LLC ASA Member American Staffing Association MWBE

More information

TALENT ACQUISITION: IN-HOUSE OR OUTSOURCE?

TALENT ACQUISITION: IN-HOUSE OR OUTSOURCE? TALENT ACQUISITION: IN-HOUSE OR OUTSOURCE? 6 STEPS TO A MEANINGFUL BUSINESS CASE TIM MEEHAN RETHINKING THE CASE FOR CHANGE Whether it s managed in-house or outsourced, the Talent Acquisition function and

More information

Is Recruitment Process Outsourcing Right for Your Organization?

Is Recruitment Process Outsourcing Right for Your Organization? Is Recruitment Process Outsourcing Right for Your Organization? Here s What to Consider In a move to control costs as well as plan for the future, companies are increasingly turning to recruitment process

More information

Making the Transition to MSP 2.0

Making the Transition to MSP 2.0 PERSPECTIVE ARTICLE Making the Transition to MSP 2.0 From Implementation Impressario to Innovation Incubator Is Your MSP a Strategic Partner or a Tactical Solutions Provider? A discussion on the changing

More information

The 2012 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs

The 2012 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs The Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs s Baker s Dozen rankings are based solely on feedback from buyers of the rated services; the ratings are not based on the opinion

More information

The Fundamentals of Managed Service Provider (MSP) Programs

The Fundamentals of Managed Service Provider (MSP) Programs Part 2 of 3 The Fundamentals of Managed Service Provider (MSP) Programs Part 2: Sourcing Models kellyservices.com Table of Contents Introduction / 3 01 Is it a Sourcing Model, or an MSP? / 4 Master Vendor

More information

In-house or outsource? 6 steps to a meaningful business case. sally hunter

In-house or outsource? 6 steps to a meaningful business case. sally hunter Talent Acquisition: In-house or outsource? 6 steps to a meaningful business case sally hunter Rethinking the case for change Whether it s managed in-house or outsourced, the Talent Acquisition function

More information

THE NEXT GENERATION OF HR SHARED SERVICES SUBHEADLINE RUNS HERE AND HERE AND HERE AND HERE

THE NEXT GENERATION OF HR SHARED SERVICES SUBHEADLINE RUNS HERE AND HERE AND HERE AND HERE THE NEXT GENERATION OF HR SHARED SERVICES SUBHEADLINE RUNS HERE AND HERE AND HERE AND HERE SAP Executive Insight It s no secret that implementing HR shared services can help organizations generate significant

More information

Workforce Planning: Strategic Insourcing Is Your Competitive Advantage!

Workforce Planning: Strategic Insourcing Is Your Competitive Advantage! Workforce Planning: Strategic Insourcing Is Your Competitive Advantage! A white paper from Workforce Planning: Strategic Insourcing Is Your Competitive Advantage! As of Q4 2010, consultants, independent

More information

Six key trends in outsourcing Dominic J. Asta

Six key trends in outsourcing Dominic J. Asta Six key trends in outsourcing Dominic J. Asta /02 Outsourcing has never been the same as offshoring, yet it seems the two concepts have become increasingly interchangeable over the past decade. Despite

More information

Integrated Talent Management Presentation. University HR Benchmarking Conference 1 November 2013

Integrated Talent Management Presentation. University HR Benchmarking Conference 1 November 2013 Integrated Talent Management Presentation University HR Benchmarking Conference 1 November 2013 Introduction Evolution & Challenges of the HR Industry Strategic Talent Management 5 Step Framework for Talent

More information

Recruitment Process Outsourcing:

Recruitment Process Outsourcing: Recruitment Process Outsourcing: What You Should Look for in an RPO Provider James F. McCoy Vice President & RPO Practice Lead It used to be that companies looked exclusively at cost and process to identify

More information

Rethinking Talent Management: Where Do We Go from Here?

Rethinking Talent Management: Where Do We Go from Here? LEADING THE WAY IN SPECIAL ADVERTISING SECTION Rethinking Talent Management: Where Do We Go from Here? O BY Is the Great Recession finally over? While economists argue both sides, one thing is certainly

More information

The Talent Management Framework

The Talent Management Framework The Talent Framework Executive Summary Josh Bersin Stacey Harris Kim Lamoureux Madeline Laurano David Mallon May 2010 BERSIN & ASSOCIATES RESEARCH REPORT V.1.0 The Talent Framework Executive Summary The

More information

Smart Track s ATS Functionality

Smart Track s ATS Functionality Businesses recognize that their most valuable resource is the people. With the demand for skilled talent continuously growing, it s a competitive necessity to have the best processes in place to attract,

More information

Best Practices of the Most Effective Workforce Management Solutions

Best Practices of the Most Effective Workforce Management Solutions White Paper Recruitment Process Outsourcing Best Practices of the Most Effective Workforce Management Solutions MSP or Contractor RPO? Today, organisations recognise that managing their contingent workforce

More information

Fieldglass industry-leading Vendor Management System (VMS) powers the flexible workforce.

Fieldglass industry-leading Vendor Management System (VMS) powers the flexible workforce. Fieldglass industry-leading Vendor Management System (VMS) powers the flexible workforce. Take a smarter approach to managing your contingent workforce and services procurement programs. FIELDGLASS Manage

More information

A Collaborative Approach to Creating an Agile Workforce

A Collaborative Approach to Creating an Agile Workforce A Collaborative Approach to Creating an Agile Workforce In periods of economic uncertainty, every company strives to increase its agility. During past economic downturns, companies employed tighten your

More information

PSI Leadership Services

PSI Leadership Services PSI Leadership Services Strategic Solutions for Your Leadership Needs Select, Promote, & Develop the Leadership Talent Needed to Drive the Growth of Your Business SOLUTION BENEFIT/OBJECTIVE TYPICAL PROJECTS

More information

Utility Supply Chain Talent Management

Utility Supply Chain Talent Management Utility Supply Chain Talent Management Results from the ScottMadden UMMBC 2012 Survey Copyright 2012 by ScottMadden, Inc. All rights reserved. Many companies proudly claim that their employees are their

More information

Randstad Enterprise Healthcare Solutions. talent, strategic services, workforce management and technology solutions

Randstad Enterprise Healthcare Solutions. talent, strategic services, workforce management and technology solutions Randstad Enterprise Healthcare Solutions talent, strategic services, workforce management and technology solutions Randstad Enterprise Healthcare Solutions talent, strategic services, workforce management

More information

CHOOSING YOUR CONTINGENT WORKFORCE MODEL & BUILDING THE BUSINESS CASE

CHOOSING YOUR CONTINGENT WORKFORCE MODEL & BUILDING THE BUSINESS CASE CHOOSING YOUR CONTINGENT WORKFORCE MODEL & BUILDING THE BUSINESS CASE According to Careerbuilder s national survey, employers recently indicated that contingent hiring is expected to increase 10 percent

More information

HOW TO BUILD A STRATEGIC SOURCING ORGANIZATION

HOW TO BUILD A STRATEGIC SOURCING ORGANIZATION HOW TO BUILD A STRATEGIC SOURCING ORGANIZATION November, 2014 Louis Berard, Senior Research Analyst Global Supply Chain, Complex Spend, HCM Report Highlights p3 p4 p6 p8 78% of respondents find strategic

More information

mitigating and managing risk

mitigating and managing risk mitigating and managing risk contingent labor: What C-Level Executives Should Know Eric s. williams Global companies are increasing their reliance on contingent labor but failing to use the same standards

More information

Recruitment Process Outsourcing Methodology Statement

Recruitment Process Outsourcing Methodology Statement Recruitment Process Outsourcing Methodology Statement Contents An Overview... 3 Steps To Success The Components of an Outsourced Recruitment Process... 4 Why Use RPO?... 6 Why Consult Group?... 8 About

More information

Realizing Hidden Value: Optimizing Utility Field Service Performance by Measuring the Right Things

Realizing Hidden Value: Optimizing Utility Field Service Performance by Measuring the Right Things Energy and Utility Insights Realizing Hidden Value: Optimizing Utility Field Service Performance by Measuring the Right Things Utilities Realizing Hidden Value About the Author Rob Milstead serves as the

More information

Redefining RPO: Comprehensive Talent Solutions Changing the Employment Landscape

Redefining RPO: Comprehensive Talent Solutions Changing the Employment Landscape Redefining RPO: Comprehensive Talent Solutions Changing the Employment Landscape EXECUTIVE SUMMARY Recruitment process outsourcing (RPO) has undergone a transformation. What once was a function focused

More information

Organization and Operations. Metric Name Formula Description

Organization and Operations. Metric Name Formula Description Metric List Organization and Operations *Revenue Factor Revenue / Regular FTE Revenue per FTE. Workforce s Revenue Factor Revenue / Workforce On Payroll FTE Revenue per FTE (including all regular employees

More information

WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN

WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN WHEN INDIVIDUALS SUCCEED ORGANIZATIONS WIN THE WORKPLACE IS CHANGING There s a new dynamic in employee and employer relationships. Employees want to learn and grow throughout their entire careers. They

More information

Best Way to Implement a Pricing Strategy Bill Rate vs Mark Up

Best Way to Implement a Pricing Strategy Bill Rate vs Mark Up Best Way to Implement a Pricing Strategy Bill Rate vs Mark Up Kirk Reade Global Subcontract Services Strategist Agenda About IBM Discussion: What s a fair price? What goes into a bill rate. Where is the

More information

MANAGED SERVICES AVIATION CONSTRUCTION DEFENCE & GOVERNMENT TECHNICAL ENGINEERING FIXED PRICE MANAGED SERVICES. Connecting talent, improving business

MANAGED SERVICES AVIATION CONSTRUCTION DEFENCE & GOVERNMENT TECHNICAL ENGINEERING FIXED PRICE MANAGED SERVICES. Connecting talent, improving business MANAGED SERVICES AVIATION CONSTRUCTION DEFENCE & GOVERNMENT TECHNICAL ENGINEERING FIXED PRICE MANAGED SERVICES Connecting talent, improving business Giving you control over your workforce Carbon60 Managed

More information

Helping our clients win in the changing world of work:

Helping our clients win in the changing world of work: Helping our clients win in the changing world of work: Recruitment Process: Why Outsource? A Manpower Insights Paper The future of RPO looks strong despite or perhaps aided by the current global recession.

More information

BUILDING STRATEGIC WORKFORCE CAPABILITY

BUILDING STRATEGIC WORKFORCE CAPABILITY BUILDING STRATEGIC WORKFORCE CAPABILITY HOW TO ALIGN RESOURCES WITH STRATEGY FOR BETTER BUSINESS OUTCOMES SUSAN DEFAZIO TABLE OF CONTENTS /04 Creating opportunities with strategic workforce planning /08

More information

Your Workforce is Changing and So is the way. You Manage it

Your Workforce is Changing and So is the way. You Manage it Optimizing a contingent workforce is humanly possible Managed Service Provider Your Workforce is Changing and So is the way You Manage it In a fast-paced, unpredictable marketplace, organizations must

More information

THE INDIRECT SPEND. Dare to strategize. Barbara Lauer

THE INDIRECT SPEND. Dare to strategize. Barbara Lauer THE INDIRECT SPEND Dare to strategize Barbara Lauer the long tail (indirect spend) suppliers 80 % 20 % spend spend 20% suppliers 80% suppliers The dare: Make visibility into your indirect spend a corporate

More information

BUSINESS ALIGNED IT MOVING TO INNOVATION

BUSINESS ALIGNED IT MOVING TO INNOVATION 2 0 1 2 An Outsourcing Center White Paper BUSINESS ALIGNED IT MOVING TO INNOVATION Measuring True Business Value By Samuel Crow, Business Writer W W W. O U T S O U R C I N G - C E N T E R. C O M OutsourcingCenter

More information

At Eganknight we re the essential link between business and people. EganKnight Culture

At Eganknight we re the essential link between business and people. EganKnight Culture At Eganknight we re the essential link between business and people We build extraordinary partnerships, working faster, smarter and harder because when it comes to providing transforming solutions in recruitment,

More information

Solutions for Today. Success for the Long Run. 1/8 Next

Solutions for Today. Success for the Long Run. 1/8 Next Solutions for Today. Success for the Long Run. 1/8 Next Our local Austin office has had the pleasure of working with Integrated Human Capital for the past three years, and have found them to be an excellent

More information

Integrating Contingent Labour into Strategic Workforce Planning

Integrating Contingent Labour into Strategic Workforce Planning Wednesday, 16 May 09:45 Nine Kings D Concurrent Session: Advanced Practitioner Track Integrating Contingent Labour into Strategic Workforce Planning Moderator: Barry Asin, President, Staffing Industry

More information

Addressing HIT Worker Shortages Through Operational Excellence in Workforce Planning

Addressing HIT Worker Shortages Through Operational Excellence in Workforce Planning Addressing HIT Worker Shortages Through Operational Excellence in Workforce Planning Allen Kriete Vice President, Healthcare Services; TEKsystems Sanja Licina Senior Director, Talent Intelligence and Consulting;

More information

Key Market Trends, Drivers and Future Directions in the RPO Solutions Business

Key Market Trends, Drivers and Future Directions in the RPO Solutions Business Wednesday, March 14 2:00 pm Veranda C Concurrent Session: Strategy & New Opportunities Key Market Trends, Drivers and Future Directions in the RPO Solutions Business Moderator: Stephen Clancy, Director,

More information

Outsourcing Rigor FIVE STEPS FOR IMPLEMENTING OUTSOURCING ENGAGEMENTS IN HIGHLY REGULATED ENVIRONMENTS MICHAEL KOPER AND JUAN LUEVANO

Outsourcing Rigor FIVE STEPS FOR IMPLEMENTING OUTSOURCING ENGAGEMENTS IN HIGHLY REGULATED ENVIRONMENTS MICHAEL KOPER AND JUAN LUEVANO Outsourcing Rigor FIVE STEPS FOR IMPLEMENTING OUTSOURCING ENGAGEMENTS IN HIGHLY REGULATED ENVIRONMENTS MICHAEL KOPER AND JUAN LUEVANO Regulation can present major obstacles for businesses that outsource

More information

Measuring your most important Asset: Human Capital

Measuring your most important Asset: Human Capital Measuring your most important Asset: Human Capital Workforce Analytics Training We are all familiar with the conventional HR metrics that are frequently used in organizations today Turnover rate, time

More information

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits

Talent & Organization. Organization Change. Driving successful change to deliver improved business performance and achieve business benefits Talent & Organization Organization Change Driving successful change to deliver improved business performance and achieve business benefits Accenture Organization Change Distinctive solutions for transformational,

More information

EMERGING TRENDS IN HR AND RECRUITMENT SERVICES Martin Nicholls

EMERGING TRENDS IN HR AND RECRUITMENT SERVICES Martin Nicholls EMERGING TRENDS IN HR AND RECRUITMENT SERVICES Martin Nicholls WHO IS KELLY? Since 1946, Kelly has grown to be a global leader in delivering workforce solutions. Revenue exceeds US$5.6 b EMEA AMERICAS

More information

Managed Service Programs (MSP)

Managed Service Programs (MSP) NEAT EVALUATION FOR KELLYOCG: Managed Service Programs (MSP) Market Segment: Wider Talent Management Focus This document presents KellyOCG with the NelsonHall NEAT vendor evaluation for Managed Service

More information

www.talenthcm.com The right talent can transform your organisation

www.talenthcm.com The right talent can transform your organisation www.talenthcm.com The right talent can transform your organisation Benefits QuALITY Raising the bar in managed services A P P R O v e D In an increasingly competitive marketplace, products and services

More information

The Future of Workforce Management and Buyer Perspectives

The Future of Workforce Management and Buyer Perspectives The Future of Workforce Management and Buyer Perspectives Bryan T. Peña, CCWP Vice President, Contingent Workforce Strategies and Research bpena@staffingindustry.com What is the future of work? 2015 by

More information

Recruiting Recovery Finding Hidden Budget Dollars in Optimized Recruiting Practices

Recruiting Recovery Finding Hidden Budget Dollars in Optimized Recruiting Practices Recruiting Recovery Finding Hidden Budget Dollars in Optimized Recruiting Practices HRsmart October 3, 2012 2 Introduction Carl Kutsmode Partner Talent Acquisition Management Consultant with over 18 years

More information

The Intersection of Talent Management and Engagement

The Intersection of Talent Management and Engagement The Intersection of Talent Management and Engagement By Elissa Tucker and Rachele Williams, APQC for the May 2011 issue of workspan The typical organization today views talent management as three building

More information

Human Capital Financial Statements

Human Capital Financial Statements Presents: Human Capital Financial Statements April 19, 2011 About Human Capital Management Institute The Human Capital Management Institute (HCMI) was founded on the belief that organizations can and must,

More information

Providing the staffing solutions you need with the flexibility you want

Providing the staffing solutions you need with the flexibility you want International IT Staffing, Business Change & Project Solutions Experts Providing the staffing solutions you need with the flexibility you want WWW.GIBBS-S3.COM GIBBS S3 Providing the staffing solutions

More information

Military Recruiting Consulting & Training Services Proposal

Military Recruiting Consulting & Training Services Proposal In Partnership with Military Recruiting Consulting & Training Services Proposal Prepared For: March 9, 2015 Our Understanding of Your Needs XYZ is a rapidly growing organization with... An evolving military

More information

The Drake Suite of Talent Management Solutions. Increasing the Return on your Human Capital Investment

The Drake Suite of Talent Management Solutions. Increasing the Return on your Human Capital Investment The Drake Suite of Talent Management Solutions Increasing the Return on your Human Capital Investment Increasing the Return on your Human Capital Investment An integrated and comprehensive approach to

More information

Global Managed Services A better brand of managed services

Global Managed Services A better brand of managed services Global Managed Services A better brand of managed services Staffing procurement plus. In today s world of work, contingent staffing has become a function of both Human Resources and Procurement, reflecting

More information

SUSTAINING COMPETITIVE DIFFERENTIATION

SUSTAINING COMPETITIVE DIFFERENTIATION SUSTAINING COMPETITIVE DIFFERENTIATION Maintaining a competitive edge in customer experience requires proactive vigilance and the ability to take quick, effective, and unified action E M C P e r s pec

More information

Contingent Labor Management

Contingent Labor Management The Evolution of the Contemporary Contingent Workforce May 2011 Christopher J. Dwyer ~ Underwritten, in Part, by ~ Page 2 Executive Summary The contemporary contingent workforce has undergone an evolution

More information

Employment Outlook and Salary Guide 2011/12

Employment Outlook and Salary Guide 2011/12 Employment Outlook and Salary Guide 2011/12 A TOOL FOR WORKFORCE PLANNING RECRUITMENT OUTSOURCING CONSULTING CONTENTS 4 Executive Overview 6 Introduction 8 BFSI 11 Education 12 Engineering 15 FMCG 16 ITES

More information

MOVING BEYOND BIG BUSINESS:

MOVING BEYOND BIG BUSINESS: MOVING BEYOND BIG BUSINESS: Changing Market Dynamics Drive Emergence of MSP Solutions for Lower-Volume Programmes Sean Garbett General Manager, Europe TAPFIN Introduction Managed Service Provider (MSP)

More information

innovative solutions

innovative solutions Finding the best talent is humanly possible Recruitment Process Outsourcing Looking for talent? the best Having the best talent is a competitive advantage in today s demanding and complex world. Because

More information

CASE STUDY. Barber Foods. Successful Trade Promotion Optimization Strategy Improves Retail Effectiveness. Challenge. Solution.

CASE STUDY. Barber Foods. Successful Trade Promotion Optimization Strategy Improves Retail Effectiveness. Challenge. Solution. CASE STUDY Barber Foods Successful Trade Promotion Optimization Strategy Improves Retail Effectiveness Challenge Faced with escalating trade promotion costs and spend rates exceeding industry averages,

More information

Workforce Management: Controlling Costs, Delivering Results

Workforce Management: Controlling Costs, Delivering Results Workforce Management: Controlling Costs, Delivering Results Organizations today must balance the need to run an efficient and costeffective operation while remaining agile and flexible to meet both customer

More information

Executive Brief: What Factors Influence Cost-per-Hire?

Executive Brief: What Factors Influence Cost-per-Hire? Executive Brief: What Factors Influence Cost-per-Hire? The SHRM Benchmarking Database provides members with more than 400 metrics based on their organization s industry, employee size, geographic region

More information

What is the realistic outcome of managed learning implementation and is it right for you?

What is the realistic outcome of managed learning implementation and is it right for you? 1 What is the realistic outcome of managed learning implementation and is it right for you? What is the realistic outcome of managed learning implementation and is it right for you? Is managed learning

More information

The GRL Company. Recruitment Process Outsourcing (RPO) Solutions with a Results Driven Approach. Overview

The GRL Company. Recruitment Process Outsourcing (RPO) Solutions with a Results Driven Approach. Overview Recruitment Process Outsourcing (RPO) Solutions with a Results Driven Approach Overview The GRL Company specializes in Recruitment Process Outsourcing (RPO) solutions that decrease the time and expense

More information

Smart Ways To Improve Contact Center Performance

Smart Ways To Improve Contact Center Performance Smart Ways To Improve Contact Center Performance The right technology helps measure what matters White Paper sponsored by Aligning Business and IT To Improve Performance Ventana Research 1900 South Norfolk

More information

Risk Mitigation: The X Factor in Contingent Workforce Management

Risk Mitigation: The X Factor in Contingent Workforce Management Risk Mitigation: The X Factor in Contingent Workforce Management Perspective Article In this perspective article, Bartech the leading workforce management solutions provider examines the pivotal role of

More information

2015 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs

2015 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs 2015 Baker s Dozen: MSP 2015 Baker s Dozen Customer Satisfaction Ratings: Managed Service Programs We rank the top providers based on customer satisfaction surveys. By The Editors HRO Today s Baker s Dozen

More information

HR OUTSOURCING & CONSULTING

HR OUTSOURCING & CONSULTING HR OUTSOURCING & CONSULTING Are you confident your HR policies and practices comply with employment laws like ERISA, FMLA, COBRA, HIPAA and IRS regulations? Do you know what specific legislative requirements

More information

Shared Services Defined

Shared Services Defined Shared Services 101 Shared Services Defined The objective of Shared Services is to optimize the delivery of costeffective, flexible, quality services to all clients. Combines the Best of Both Models: Scale

More information

GLOBAL SOLUTIONS DELIVERED LOCALLY. We are in this together. Strategic resourcing in the O & G industry

GLOBAL SOLUTIONS DELIVERED LOCALLY. We are in this together. Strategic resourcing in the O & G industry GLOBAL SOLUTIONS DELIVERED LOCALLY We are in this together. Strategic resourcing in the O & G industry Contents Introducing Fircroft Oil & Gas global talent challenges Lets look at traditional talent strategy

More information

Accenture Human Capital Management Solutions. Transforming people and process to achieve high performance

Accenture Human Capital Management Solutions. Transforming people and process to achieve high performance Accenture Human Capital Management Solutions Transforming people and process to achieve high performance The sophistication of our products and services requires the expertise of a special and talented

More information

Your Recruitment Process & the Recovery:

Your Recruitment Process & the Recovery: Hr WHITEPAPER Your Recruitment Process & the Recovery: Strategies for Success By Josh Sorkin & Jesper Bendtsen P CONTENTS INTRODUCTION: Why Do Companies Outsource? THE Recruitment Models: An Overview Strategies

More information

Creating a Holistic and Sustainable Approach to Workforce Planning Globally at John Deere

Creating a Holistic and Sustainable Approach to Workforce Planning Globally at John Deere Creating a Holistic and Sustainable Approach to Workforce Planning Globally at John Deere Today s Presenters Brian Kelly Global Leader, Workforce Analytics & Planning Mercer brian,j.kelly@mercer.com Jacqueline

More information

Unleashing the Enormous Power of Help Desk KPI s. Help Desk Best Practices Series January 20, 2009

Unleashing the Enormous Power of Help Desk KPI s. Help Desk Best Practices Series January 20, 2009 Unleashing the Enormous Power of Help Desk KPI s Help Desk Best Practices Series January 20, 2009 The Premise Behind Help Desk KPI s We ve all heard the expression If you re not measuring it, you re not

More information

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com

Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200 F.508.935.4015 www.idc.com E X C E R P T I D C M a r k e t S c a p e : U. S. B u s i n e s s C o n s u l t i n g S e r v i c

More information

ORACLE HUMAN RESOURCES ANALYTICS

ORACLE HUMAN RESOURCES ANALYTICS ORACLE HUMAN RESOURCES ANALYTICS KEY FEATURES & BENEFITS FOR BUSINESS USERS Oracle Human Resources Analytics intelligence dashboards provide strategic workforce performance information. Determine key factors

More information